Cross-Organizational and Cross-Border IS/IT Collaboration

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Now showing 1 - 5 of 5
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    Smart Collaboration in Global Virtual Teams: The Influence of Culture on Technology Acceptance and Communication Effectiveness
    ( 2020-01-07) Fleischmann, Carolin ; Cardon, Peter ; Aritz, Jolanta
    Teams are beginning to rely on smart communication technology that is enhanced by Artificial Intelligence (AI). Yet, we lack understanding of how these smart communication technologies (SCT) influence team collaboration, especially in global virtual teams (GVT). This study empirically investigates how cultural values and practices influence the acceptance of SCT and how the use of this technology impacts communication effectiveness in GVT. We surveyed 643 members of 109 GVT before and after using the SCT. Results showed that team members from individualistic, future oriented cultures generally had more positive expectations towards the performance and enjoyment of using the technology. Uncertainty avoidance increased effort expectancy. After using SCT for communicating in the GVT, most differences disappeared. Regarding communication effectiveness, SCT had a positive influence, which was stronger for performance and future oriented cultures.
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    Analyzing Performance of a Global Help Desk Team Operation – Country Handoffs, Efficiencies and Costs
    ( 2020-01-07) Kumar, Akhil ; Liu, Siyuan
    In this paper, we study the characteristics of a global help desk operation using Volvo IT support help desk. We analyze the incidents log produced by the Volvo IT department that gives the full path of an incident and the participating country and worker at each step. Our main goal is to gain a better understanding of the nature of international traffic flows that occur during the resolution of incidents. We find that increasing the number of participating countries negatively affects IT service efficiency metrics. Further, we breakdown international traffic flows (by high- and low-efficiency countries) and examine the country effects~and their implications in terms of efficiency and cost in considerable detail. The results and insights gained are discussed at length and can help in optimizing incident resolution workflows from a cost, efficiency and resource allocation perspective.
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    Cultural Influence and the Effective Use of Security Awareness in Congolese Organizations
    ( 2020-01-07) Nzailu, Arnold
    In today’s global economy, the need to reuse technological advancements as well as training and awareness materials for information security programs from western countries in developing nations is growing. To understand the underlying drivers of employees effective use behaviors as it relates to security awareness programs in organizations; this study examined the extrinsic and intrinsic motivation factors that influence employees’ effective use of security awareness programs in organizations located in developing nations. The results showed that influencing employees’ attitudes toward security is a better predictor of employees’ effective use of security awareness programs than compliance intention. Cultural has also shown to have an influence over employee’s effective use of security awareness program.
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    Communication and Conflict in Sino-German Global Virtual Teams
    ( 2020-01-07) Jurack, Alexander
    This study investigated the correlation between communication and conflict of Sino-German Global Virtual Teams (GVT). An exploratory quantitative online survey was conducted in German companies doing business in Greater China. A focus was given to the analysis of modern web 2.0 communication technologies and their potential influence on conflict. As expected, GVT experience more cross-cultural conflicts than collocated teams. However, there was no statistically significant difference in the amount of conflict between GVT 1.0 and GVT 2.0. Surprisingly, video calls are likely to contribute to the amount of task conflicts and cross-cultural conflicts. Furthermore, social media is likely to mitigate the amount of cross-cultural conflicts. Participants who extensively used social media and video call communication in their private lives, did so in their corporate lives as well. Finally, the team leaders who possessed a higher level of education reported a statistically higher amount of video call usage in their teams.
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